1. 7-1
Essentials of Organizational Behavior, 9/e
Stephen P. Robbins/Timothy A. Judge
Chapter 7
Emotions and Moods

2. 7-2
After studying this chapter, you
should be able to:
1. Differentiate emotions from moods.
2. Discuss the different aspects of emotions.
3. Identify the sources of emotions and moods.
4. Describe external constraints on emotions.
5. Discuss the impact emotional labor has on
employees.
6. Discuss the case for and the case against
emotional intelligence.
7. Apply concepts on emotions and moods to OB
issues.

3. 7-3
Why have emotions been
excluded from OB study?
• Myth of rationality – emotions were the
antithesis of rationality and should not be
seen in the workplace
• Belief that emotions of any
kind are disruptive in the
workplace

4. 7-4
What are Emotions and Moods
• Affect – a generic term that encompasses
both emotions and moods
• Emotions – intense feelings that are
directed at someone or something
• Moods – feelings that tend to be less
intense than emotions and often lack a
contextual stimulus

5. 7-5
Affect, Emotions and Moods

6. 7-6
Aspects of Emotions
• Biology of Emotions – emotions originate in the
brain’s limbic system, which is different for each
person
• Intensity – different people give different
responses to identical emotion-provoking stimuli
• Frequency and Duration – some emotions occur
more frequently and emotions differ in how long
they last

7. 7-7
Aspects of Emotions (cont.)
• Emotions and Rationality – Our emotions
provide important information about how
we understand the world around us.
• Evolutionary Psychology – states that we
must experience emotions because they
serve a purpose; hard to know if this is
valid all the time

8. 7-8
Sources of Emotions and Moods
• Personality – predisposes people to
experience certain moods and emotions.
Affect intensity affects the strength of the
emotion
• Day of week and Time of day – more
positive interactions will likely occur from
mid-morning onwards and also later in the
week

9. 7-9
Day of Week Impact on Mood

10. 7-10
More Sources
• Weather – not an impact according to
research
• Stress – increased stress worsens moods
• Social Activities – usually increase positive
mood and have little effect on negative
mood
• Sleep – less sleep or poor quality sleep
increases negative emotions

11. 7-11
More Sources
• Exercise – enhances positive mood
• Age – older people experience negative
emotions less frequently
• Gender – women show greater emotional
expression, experience emotions more
intensely and display more frequent
expressions of emotions

12. 7-12
External Constraints on Emotions
• Organizational Influences – most
American organizations strive to
be emotion-free
• Cultural Influences – cultures
vary in:
 Degree to which people experience
emotions
 Interpretation of emotions
 Norms for the expression of
emotions

13. 7-13
Emotional Labor
• An employee’s expression
of organizationally desired
emotions during
interpersonal transactions
at work
• Emotional dissonance is
when an employee has to
project one emotion while
feeling another one

14. 7-14
Felt vs. Displayed Emotions
• Felt emotions are the individual’s actual
emotions
• Displayed emotions are those that the
organization requires workers to show
• Surface acting is hiding our true emotions
• Deep acting is trying to change one’s
feelings based on display rules

15. 7-15
Emotional Intelligence
• One’s ability to detect and manage
emotional cues and information
• Five dimensions:
 Self-awareness
 Self-management
 Self-motivation
 Empathy
 Social skills

16. 7-16
The case for EI
• Intuitive appeal – it makes sense
• Evidence suggests that a high level of EI
predicts high job performance
• Study suggests that EI is
neurologically based

17. 7-17
The case against EI
• EI is too vague a concept
• EI can’t be measured
• EI is so closely related to intelligence and
personality that it is not unique when those
factors are controlled

18. 7-18
OB Applications of
Emotions and Moods
• Selection – employers should consider EI a
factor in hiring for jobs that demand a high
degree of social interaction
• Decision Making – Positive emotions can
increase problem-solving skills and help us
understand and analyze new information

19. 7-19
OB Applications of
Emotions and Moods
• Creativity – Positive moods increase
creativity
• Motivation – Organizations that promote
positive moods are likely to have a more
motivated workforce
• Leadership – Emotions help
convey messages more
effectively

20. 7-20
OB Applications of
Emotions and Moods
• Interpersonal Conflict – it is critical to
identify and work through the emotional
elements in any conflict
• Negotiation – emotions may impair
negotiator performance
• Customer Service – customers “catch”
emotions from employees, called emotional
contagion

21. 7-21
OB Applications of
Emotions and Moods
• Job Attitudes – emotions at work get
carried home but rarely carry over to the
next day
• Deviant Workplace Behaviors – those who
feel negative emotions are more likely to
engage in deviant behavior at
work

22. 7-22
Implications for Managers
• Understand the role of emotions and
moods to explain and predict behavior
• Emotions and moods can increase
motivation
• Emotional labor recognizes that certain
feelings can be part of a job’s requirements
• Intense emotions can interfere with
performance of complex jobs

23. 7-23
Summary
1. Differentiated emotions from moods.
2. Discussed the different aspects of emotions.
3. Identified the sources of emotions and moods.
4. Described external constraints on emotions.
5. Discussed the impact emotional labor has on
employees.
6. Discussed the case for and the case against
emotional intelligence.
7. Applied concepts on emotions and moods to
OB issues.